# Case: a 30-60-90 plan for the Support team > Iryna wants one page before the February one-to-ones. Use your calendar and two months of team data to decide what you stop, what you hand over, what you measure and what you won't conclude. - Course: [From Specialist to Manager: Your First Year Leading a Team](https://productovi.com/courses/from-specialist-to-manager.md) - Module: The shift: from doing to leading - Lesson 4/32, ~43 min - Source: https://productovi.com/courses/from-specialist-to-manager/30-60-90-plan-case ## One page before February **Alex Tutor:** End of January, four weeks into leading Support. March brings the exam-season peak and two seasonal coordinators, Dmytro and Sofiia. **Iryna:** Before your February one-to-ones, send me one page: a 30-60-90 plan for Support. What you stop, what you hand over, what you watch. Days 1–30 are February, 31–60 the March peak. **Alex Tutor:** Before the numbers: what does such a plan need to answer? > **Exercise:** Iryna wants a one-page 30-60-90 plan. Which version is most useful to her? **Sofia:** Three months on one page? I have my calendar audit and two months of team data. Where do I start? **Alex Tutor:** Your own week: the one thing you fully control. A plan that changes everyone but the lead rarely survives a busy Monday. **Dataset (CSV):** [The lead's calendar audit, January 2027](https://productovi.com/datasets/from-specialist-to-manager/30-60-90-plan-case/klasna-lead-calendar-january.csv) Hours per week by category. Kind: doing (own tickets, escalations), enabling (team questions, one-to-ones and team meetings, planning), overhead (admin and tools). - `week_start`: Monday of the week - `category`: What the hours went to - `kind`: doing, enabling or overhead - `hours`: Hours that week **Alex Tutor:** Week 4 already moved 8 hours: own tickets 23 → 15, enabling work 11 → 19. Escalations stayed at 9. The 40-hour target: own tickets 8, escalations 5, enabling 22, admin 5. > **Exercise:** The plan's first line: by day 30 your week matches the 40-hour target (own tickets 8 hours). How many **more** own-ticket hours a week do you still have to hand over, starting from week 4 (25 January)? ## What you hand over, and to whom **Sofia:** But the hardest tickets still land on me. In January I solved 52 of the 69. **Alex Tutor:** That's 75.36%, up from 47.83% in December. Hand-ups rose from 42 to 101: asking you became the fastest route. The habit belongs to both sides. **Olha:** 14 hard tickets in December, 6 in January, 4 last week. If billing exceptions come to me, I decide them, not prep them for your sign-off. **Alex Tutor:** Second line of the plan, then: what goes to whom, with how much freedom. Olha decides billing exceptions within the refund policy and reports weekly. Outside the policy, it's Iryna's call. **Iryna:** Good. I'd rather approve one decision right than a hundred tickets. **Alex Tutor:** How would you write Olha's line in the plan? > **Exercise:** Olha asks to decide refund exceptions herself instead of preparing them for your sign-off. Which plan line hands this over safely? **Sofia:** And Taras and Bohdan? Taras hands up the most: 57 tickets in two months. **Alex Tutor:** Listen first. Why does Taras hand up so much? Why do Bohdan's first replies take over half an hour? The one-to-ones will tell you. > **Exercise:** Put these plan steps in the order they should happen over the 90 days. ## What you measure, and what you don't conclude **Dataset (CSV):** [Support team load, December 2026 – January 2027](https://productovi.com/datasets/from-specialist-to-manager/30-60-90-plan-case/klasna-support-load-dec-jan.csv) Eight weeks, five people (You = the senior coordinator in December, the lead in January). Satisfaction = csat_positive ÷ csat_responses: only the tickets where the family answered the survey. - `week_start`: Monday of the week - `person`: Who (You = the learner) - `role`: coordinator, senior_coordinator or lead - `tickets_closed`: Tickets closed that week - `hardest_tickets_closed`: Of those, complex tickets resolved - `handed_up`: Tickets passed up to the senior coordinator or the lead - `first_response_median_min`: Median minutes to the first reply that week - `reopened`: Closed tickets the family reopened - `csat_responses`: Survey answers received - `csat_positive`: Positive survey answers **Alex Tutor:** Over two months Taras closed 726 tickets, a third of the team's 2,145; Maryna closed 453. Rank people by that column and Taras is first, Maryna third. **Sofia:** But 9.50% of Taras's tickets reopen, against 1.77% of Maryna's. Her satisfaction is 94.78%, his 78.24%. **Alex Tutor:** Careful both ways. Satisfaction counts survey answers, not tickets: Maryna has 134, Taras 216. One answer moves her rate by about three-quarters of a point. A strong signal, not a verdict. **Alex Tutor:** Check that point about the base yourself. > **Exercise:** Maryna's satisfaction (94.78%) rests on **134** survey answers. By how many **percentage points** does a single answer move her rate? Round to two decimals. **Alex Tutor:** Bohdan replies slowest, 36.13 minutes on average, yet only 3.72% of his tickets reopen. A question for his one-to-one, not a conclusion. **Iryna:** For my report I need one team reopen rate. Can you just average the four? **Alex Tutor:** An average weighs everyone equally, whatever their volume. The team rate is all reopened tickets over all closed. Work it out. > **Exercise:** Using the dataset, what is the team's reopen rate for the four coordinators (Olha, Taras, Maryna, Bohdan) over December–January: all reopened tickets ÷ all tickets closed? In %, two decimals. ## A draft written on a Sunday night **Alex Tutor:** Mean of the four rates: 4.77%. Team rate: 5.36%, because Taras's volume weighs more. Report 5.36%; personal rates belong in one-to-ones, never a league table. **Sofia:** Then my first draft needs a second look. It was written on Sunday night. **Alex Tutor:** Read it as if it had leaked into the team chat. Would Taras or Maryna trust it? **Olha:** Speaking for the team: we can live with being measured. Not with a ranking by one number nobody explained. > **Exercise:** Here are six lines from your first draft of the 30-60-90 plan, written late on a Sunday night. Which ones are mistakes? Select all that apply. ## What Iryna has to approve **Sofia:** What else goes on the approval list? **Alex Tutor:** Anything outside your authority or costing team time. First replies may slow for two weeks while hand-ups change; Iryna should hear that from you first. Onboarding Dmytro and Sofiia takes March rota hours. **Iryna:** That's what I want on the page: what you'll do, what it costs, what you need from me. **Alex Tutor:** So what goes on Iryna's approval list? > **Exercise:** Which items belong in the plan's “what Iryna approves” block? Select all that apply. **Alex Tutor:** Add what you'll listen for. Ask each person what slows their work and what they'd like to own. Open with their work, not their numbers. > **Exercise:** Write the plan's "what I won't conclude" line for Iryna in 2–4 sentences: what you won't conclude about Taras and about Maryna from the Dec–Jan numbers, and what you'll do instead. ## Your one page **Iryna:** By Friday, please: one page, 8 to 12 lines. I'll read it before your first one-to-one on Monday. **Alex Tutor:** Group it by days 1–30, 31–60 and 61–90, then two blocks: what you measure and what Iryna approves. Every line names a person, a number or a date. **Alex Tutor:** Write it so the team could read it too. Half of them work from Lviv or abroad and will read it, not hear it. **Sofia:** So: no rankings, no tracking, and no verdict from a single column. > **Exercise:** Write your one-page 30-60-90 plan for the Support team. > **Key ideas** > > - Start the 30-60-90 plan with your own week: own tickets 15 → 8 hours, escalations 9 → 5, enabling work 19 → 22, and the week back to 40 hours. > - Hand work over with clear limits: who decides what, within which policy, and when you check in. Decision rights outside your authority go to your manager for approval. > - Listen before you assign: a one-to-one round first, open questions about the work, not the person's numbers. > - Read metrics together, at team level: the pooled reopen rate (5.36%), not the mean of personal rates (4.77%); volume next to reopens and satisfaction; small survey bases (134 answers) are signals, not verdicts. > - No league tables by tickets closed and no activity tracking. Personal numbers belong in that person's one-to-one. **Alex Tutor:** That's the month on one page. In February the one-to-ones begin. - Previous lesson: [Authority you have, influence you earn](https://productovi.com/courses/from-specialist-to-manager/authority-and-influence.md) - Next lesson: [The one-to-one that works](https://productovi.com/courses/from-specialist-to-manager/the-one-to-one-that-works.md) --- Productovi Learning. Free, no sign-up needed to read.